臺灣博碩士論文加值系統

本文所述個案公司為高級涮涮鍋物餐廳，以突顯「頂級新鮮食材」、「優雅舒適空間」和「專業貼心服務」之顧客導向特色，致力於打造一個寵愛客戶、共饗同好的用餐體驗。個案餐廳著重於讓顧客在視覺、聽覺、味覺和心情上均獲得極致享受，猶如LV等級的鍋物餐廳，成為眾多政商名流用餐或宴客的首選。
本論文以哈佛個案教學模式為基礎，分為個案本文與教學指引兩個部分。其主旨在讓學習者透過深入了解個案公司二代接班的組織變革歷程，探討家庭式管理邁向企業式管理的轉變。此轉變包括營運模式從上一代的街邊店面，擴展至百貨業領域，並在面對嚴峻的新冠疫情挑戰時，靈活調整營運模式，成功將危機轉化為轉機，並進一步增加營運收益。研究透過商業模式、資源基礎理論、組織變革模式、組織靈巧性等四個理論議題，將理論與實際案例相結合，旨在為企業組織的教學提供有益參考，提升學習效果。

The case company described in this paper is an upscale hot pot restaurant, emphasizing customer-oriented features such as "premium fresh ingredients," "elegant and comfortable space," and "professional and attentive service." It is committed to creating a dining experience that cherishes customers and allows them to enjoy dining together. The restaurant strives to provide customers with ultimate enjoyment in terms of visual, auditory, taste, and emotional experiences, making it the preferred choice for many political and business elites for dining or hosting events, akin to a hot pot restaurant of LV (Louis Vuitton) caliber.
This thesis is based on the Harvard case teaching model and is divided into two parts: the case paper and the teaching guide. It’s main focus is to enable learners to explore the organizational transformation process of the second generation taking over the case company, delving into the transition from family-style management to corporate-style management. This transformation includes expanding the business model from the previous generation's street-side storefronts to the department store sector. When facing the challenges of the severe COVID-19 pandemic, the company flexibly adjusted its operational model, successfully turning crisis into opportunity and further increasing operational revenue. The research integrates theoretical issues such as business models, resource-based view, organizational change model, and organizational agility. By combining theory with practical cases, the aim is to provide valuable insights for teaching in business organizations and enhance the learning effectiveness.

摘要 I
Abstract II
誌謝 III
目錄 IV
圖目錄 V
表目錄 VI
壹、個案本文 1
一、序曲 1
二、產業概況 2
三、個案公司介紹 5
四、寵客式服務興起 9
五、家庭式管理變革的震撼教育 10
六、疫情衝擊的挑戰 13
七、個案問題討論 17
貳、教學指引 18
一、個案總覽 18
二、教學目標與適用課程及對象 19
三、學員課前準備 21
四、個案人物背景 22
五、個案分析 22
教學目標一：商業模式的探討 23
教學目標二：資源基礎理論 28
教學目標三：組織變革模式 31
教學目標四：組織靈巧性 34
六、教學建議 37
七、板書規劃 38
參考文獻 42
一、中文文獻 42
二、英文文獻 43
三、網站資料 44

一、中文文獻
1.王慕聆（2019），競合的商業模式策略—以台灣青啤股份有限公司為例。國立臺灣科技大學碩士論文。
2.江高照（2018），如何以新藍海策略解決開發案困境-以C建設公司轉型變革為例。國立臺灣科技大學碩士論文。
3.林忠誠（2023），精品火鍋創新商業模式之研究。逢甲大學碩士論文。
4.翁順裕（2017）擺盪在技術的深耕與探索之間：雙元性組織。管理學報2017，34卷，2期，189-214
5.張慶勳（2006），學校組織行為（初版二刷）。台北：五南。頁517。
6.莊曉霖（2016），企業組織再造下其員工組織變革認知對組織承諾影響之探討 -以K乳品公司為例。國立臺灣科技大學碩士論文。
7.郭原榮（2011），在組織變革下的經營績效與研究成果之相關影響因素研究-以師院轉型為例。國立臺南大學碩士論文。
8.黃思樺（2018），火鍋餐廳經營模式之探討一以台北市某知名石頭火鍋為例。國立臺北科技大學碩士論文。
9.楊領嘉（2022），無敵破壞王的溫柔轉型-台灣水泥。國立臺灣科技大學碩士論文。
10.葉昭瑛（2023），一思二維三變，老闆你需要開創型員工。國立臺灣科技大學碩士論文。
11.謝慧怡（2023），衝破國境束縛-於新冠疫情的破繭重生對策~以日本航空台灣支店為例。國立臺灣科技大學碩士論文。
二、英文文獻
1.Afuah, A., & Tucci, C. L. (2003). Internet Business Models and Strategies: Text and Cases. McGraw-Hill/Irwin.
2.Barney, J. B., & Arikan, A. M. (2001). The Resource-Based View: Origins and Implications. In M. A. Hitt, R. E. Freeman, & J. S. Harrison (Eds.), The Blackwell Handbook of Strategic Management (pp. 124-188). Blackwell Publishers.
3.Barney, J., 1991. Firm Resources and Sustained Competitive Advantage, Journal of Management, 17(1), 99-120.
4.Foss, N. J., & Klein, P. G. (2008). Organizing Entrepreneurial Judgment: A New Approach to the Firm. Cambridge University Press.
5.Magretta, J. (2002). Why Business Models Matter. Harvard Business Review, 80(5), 86-92.
6.Moran, J. W., & Brightman, B. K. (2001). Leading organizational change. Career Development International, 6(2), 111-119.
7.Murmann, J. P. (2003). Knowledge and Competitive Advantage in the Synthetic Dye Industry, 1850–1914. Organization Science, 14(6), 795–812.
8.Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. John Wiley & Sons.
9.Wernerfelt, B. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5(2), 171–180.
10.Gibson. C. B. & Birkinshaw. J. 2004. The antecedents. consequences and mediating role of organizational ambidexterity. Academy of Management Journal.47(2): 209-226.
11.O'Reilly. C. A.. & Tushman. M. L. 2008. Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in Organizational Behavior. 28:185-206.
12.O'Reilly. C. A.. & Tushman. M. L. 2013. Organizational ambidexterity: Past. present. and future. Academy of Management Perspectives. 27(4): 324-338.

三、網站資料
1.橘色涮涮屋官網
https://orangeshabushabu.com/zh-TW

2.關鍵評論網 商業模式圖 (2020)
https://www.thenewslens.com/article/142529
3.百科知識中文網 企業資源基礎理論
https://www.jendow.com.tw/wiki/企業資源基礎理論#google_vignette
4.食力foodNEXT 餐飲連鎖店數統計表 (2019)
https://www.foodnext.net/life/placemaking/paper/5739372655
5.商業模式圖是什麼？
https://mingisland.com/journal/%E5%95%86%E6%A5%AD%E6%
A8%A1%E5%BC%8F-%E5%95%86%E6%A5%AD%E6%A8%A1%
E5%BC%8F%E4%B9%9D%E5%AE%AE%E6%A0%BC/
6.風雲集-組織變革與管理 (2021)
https://www.yunjoy.tw/study/organization/121-organizational-change

7.【經理人月刊】流動率僅 3%！火鍋界 LV 橘色涮涮屋，如何養出會
「寵客」的員工? (2020)
https://www.managertoday.com.tw/articles/view/59112?fbclid=IwAR0QUDnm
HwPeelMHHcQ5-pbAbypSROf064b3Cn4LWmDelGYE_pKbak-13aU&utm_
source=orange_web&utm_medium=orangeshabu&utm_campaign=200206

8.食力foodNEXT‧食事求實的知識頻道(2022)
https://www.foodnext.net/news/industry/paper/5739723454

9.遠見 橘色餐飲二代攜手改革(2020)
https://tw.news.yahoo.com/%E6%A9%98%E8%89%B2%E9%A4%90%E
9%A3%B2%E4%BA%8C%E4%BB%A3%E6%94%9C%E6%89%8B%E
6%94%B9%E9%9D%A9-%E5%81%9A%E7%88%B6%E8%A6%AA%E6
%B2%92%E5%81%9A%E7%9A%84%E4%BA%8B-124800401.html

10.中文百科全書 組織變革模式https://www.newton.com.tw/wiki/%E7%B5%84%E7%B9%94%E8%AE%8A%E9%9D%A9

11.痞客邦-資源基礎理論(2019)
https://christie99.pixnet.net/blog/post/69370303

12.經濟日報 (udn.com)餐飲業拚場 火鍋大戰開打
https://money.udn.com/money/story/10871/7275857